Rugby at the HEART of the Community

Rugby at the HEART
of the Community
Health & Wellbeing Strategy
the
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Acknowledgements
Ulster Rugby gratefully acknowledges
the funding of this Health and Wellbeing
Strategy by the The Public Health
Agency.
Ulster Rugby would also like to thank and
acknowledge:
◗ Different Tracks Global
◗ Department of Health, Social Services
and Public Safety
◗ Health & Social Care Trusts
◗ The Northern Ireland Executive
◗ Affiliated Schools & Rugby Clubs
involved in the consultation process
◗ Ulster Rugby Staff Team
◗ Department of Culture, Arts and
Leisure
◗ Sport Northern Ireland
◗ Department for Social Development
◗ Irish Rugby Union Players Association
(IRUPA)
◗ National Society for the Prevention of
Cruelty to Children
◗ Representatives from Local Authorities
BACKGROUND
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5
EXECUTIVE
SUMMARY
ULSTER RUGBY:
HEALTH &
WELLBEING
CONTEXT
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RUGBY AT THE
HEART OF THE
COMMUNITY:
HEALTH &
WELLBEING
METHODOLOGY
16
20
STRATEGIC
PRIORITIES
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28
STRATEGIC
FOUNDATIONS
UNDERPINNING
DELIVERY
DEVELOPING
AND DELIVERING
A HEALTH AND
WELLBEING
STRATEGY
32
APPENDIX 1
METHODOLOGY
APPENDIX 2
STRATEGIC DEFINITIONS:
HEALTH AND WELLBEING
APPENDIX 3
EU HEALTH RELATED
FUNDING OPPORTUNITIES
APPENDIX 4
HEALTH & Wellbeing Strategy
- Consultation Process
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38
43
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Health & Wellbeing Strategy
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Rugby at the HEART
of the Community
Executive Summary
As part of the on-going development and
growth of the game, Ulster Rugby recognizes
the significant health benefits associated with
participation and involvement in Rugby Union.
Ulster Rugby is committed to supporting the
welfare of everyone involved in the game and
promoting positive health & wellbeing as an
emerging priority moving forward with future
developments.
The development of the “Rugby at the Heart
of the Community” health & wellbeing strategy
provides Ulster Rugby with an opportunity to
add value to clubs and schools and to deliver on
core business objectives of the organisation.
This innovation presents Ulster Rugby with
an opportunity to demonstrate community
leadership, to further the strategic aims of the
Irish Rugby and to fulfil its vision for Rugby in
Ulster.
This vision provides the framework for the
identified strategic priorities. The strategic
priorities include the following:
1
To implement a values driven health and
wellbeing programme led by Ulster Rugby
through collaboration with identified partners.
2
To increase young people’s awareness of the
importance and link between emotional &
mental wellbeing, and physical health.
3
4
To increase life-long participation in the
Rugby family.
To secure resources, which will ensure the
programme delivers maximum benefit to
local communities, clubs and schools.
5
To provide a high-quality experience that is
evidence-based, delivers positive outcomes
and captures best practice.
The strategy seeks to ensure that Ulster
Rugby continues to promote a positive social
experience whereby people feel connected
and fulfilled by a lifelong involvement in Rugby
Union. The vision for this strategy is as follows:
Ulster Rugby supporting Healthier Clubs &
Healthier Communities
“Meeting the needs of the Person, the Player,
the Club & the Community”
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1.0
Background
1.0 Background
Ulster Rugby
Ulster Rugby is one of four provincial branches
of the Irish Rugby Football Union (IRFU) with
responsibility for the leadership, development
and growth of the game of Rugby Union within
the province of Ulster. This includes the full
spectrum of Rugby Union from grass roots
participation through to the Ulster Rugby
professional team. Ulster Rugby aims to continue the growth of
the game at club and school level through
creation of positive social experiences that
maximise retention and opportunities for all
those who wish to get involved in Rugby,
from all communities. It is our view that to
create a sustainable and vibrant club & school
environment, we need to ensure that males,
females, people with disabilities and people
from all backgrounds receive equal access to our
game.
As part of the on going development and
growth of the game, Ulster Rugby recognizes
the significant health benefits attached to
participation and involvement in Rugby Union.
Ulster Rugby is committed to supporting the
welfare of everyone involved in the game and
promoting positive health & wellbeing as an
emerging priority moving forward with future
developments.
Health & Wellbeing Strategy
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This is of significant relevance to the IRFU Age
Grade Player Welfare Policy, which cites Positive
Mental Health as a key element to the holistic
development of rugby players in Ulster & Ireland.
Since their codification in the 19th century, British
and Irish major sports have always had an
enduring social, cultural and political relevance
to the enhancement of the health and wellbeing
of the population. While the decades in-between
have seen significant gains in the health of the
Ulster population, there remain large inequalities
in health status both across and within the nine
counties.
The development of a health and wellbeing
strategy provides Ulster Rugby with an
opportunity to spread the values of the game,
to make a positive contribution to clubs
and schools and to deliver on core business
objectives of the organisation.
Rugby at the HEART
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The Public Health Agency
As the Department of Health, Social Services
and Public Safety (DHSSPS)1 and the Public
Health Agency (PHA)2 note, there remain
persistently large health inequalities among
people from different socio-economic and
cultural groups. These disparities are linked
to many factors, including variations in health
provision, living environments, lifestyles and
behaviours. As Ulster progresses into the
21st century, it is evident that these pressing
issues require a strategic approach from key
partners from a cross section of society. Sport,
in particular Rugby Union, has a crucial role to
play in promoting positive health messages and
delivering health outcomes that are aligned to
the Northern Ireland Executive’s ‘Making Life
Better’ Strategy.
The key priorities within this strategy are closely
aligned to the above themes within the ‘Making
Life Better’ framework. As well as this, the ‘Take
5’ for your Emotional Wellbeing initiative runs
implicitly throughout this strategy. These five
strands include:
◗
◗
◗
◗
◗
Connect
Be Active
Take Notice
Keep Learning
Give
Ulster Rugby holds the view that sport has the
power to create positive social change. Acting
as a delivery vehicle to communicate health
messages Ulster Rugby will adopt an interactive,
values based approach.
The DHSSPS ‘Making Life Better Charter and
its ‘whole system’ approach for the delivery
of public health detailed in ‘Making Life
Better were influential in the development of
the strategy. The six defining themes of this
framework are:
1.
2.
3.
4.
5.
6.
1
2
Giving every child the best start; Equipped throughout life;
Empowering healthy living;
Creating the conditions;
Empowering communities;
Developing collaboration.
DHSSPSNI (2014) Making Life Better: A Whole System
Strategic Framework for Public Health 2013-2023
HSC_PHA (2015) Quality Standards for Services
Promoting Mental and Emotional Wellbeing and Suicide
Prevention; Health and Social Wellbeing Improvement:
http://www.publichealth.hscni.net/directorate-publichealth/health-and-social-wellbeing-improvement
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1.1
Ulster Rugby: Health
and Wellbeing Context
1.1 Ulster Rugby:
Health & Wellbeing Context
The core objectives of Ulster Rugby at a
school and club level are to grow the number
of people actively involved in the game and
further develop the overall quality of Rugby
in Ulster across multiple areas (E.g. facilities,
performance, social experience). As part of this
on-going development Ulster Rugby has gained
considerable experience in the delivery of social
impact programmes, particularly relating to
health & wellbeing.
Ulster Rugby has experience in delivering health
and wellbeing programmes through previous
projects. During 2014/15 the Ulster Rugby
Fitness Education team delivered over 2000
physical activity sessions across upwards of
130 schools, rugby clubs and community-based
organisations. As well as this, presentations on
Healthy Lifestyle and Nutrition were delivered to
over 10, 000 participants.
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Community Gym Initiative
As part of an innovative project supporting
the local community Ulster Rugby established
a Community Gym Initiative, whereby local
organisations, sports clubs and schools were
supported to develop 15 regional gyms. To
further enhance the sustainability of the initiative
and in order to deliver fitness and healthy
living programmes, local volunteers gained
professional qualifications.
Get Fit with Ulster Rugby (GFWUR) Bootcamp
To support the development of Female Rugby
the GFWUR programme was launched at a range
of local Rugby clubs in 2014. This project utilised
rugby based fitness activities to promote the
female game, whilst also appealing to specific
health related needs focusing specifically
on physical activity and nutrition. Within the
strategic framework for Women’s Rugby in
Ulster, this project has been cited as a model of
best practise in the recruitment and retention of
females at a club rugby level.
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The Nevin Spence Centre
The Nevin Spence Centre (NSC), which is an
education and heritage facility at the Kingspan
Stadium, provides an excellent resource for
the promotion and dissemination of a wide
variety of health and wellbeing programmes,
messages and outcomes, which will be an
important support for the successful delivery of
the strategy. At its core, the NSC will “maintain
a service of the highest quality to promote the
game and values of rugby football by inspiring,
educating and entertaining visitors from all
sections of the community and all nations.” The
NSC provides an inclusive platform for positively
impacting young people and their families across
schools, clubs and the community. It will act as
an educational hub, promoting the health and
wellbeing initiative to visiting schools, clubs and
families.
Partnerships
Ulster Rugby, through its network of clubs and
schools, has a range of facilities that enable
the delivery of a broad range of key health
messages and flagship programmes. In seeking
to establish core health & well-being resources
and programmes, Ulster Rugby will work with
a number of collaborative partners whose
expertise is essential to the development and
delivery of the strategy. Some of the potential
delivery partners will include both Public and
Commercial sector organisations such as Health
and Social Care Trusts, Public Health Agency
(PHA), Sport Northern Ireland, a range of
schools and the Ulster network of clubs across
the province
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2.0
Methodology
2.0 Methodology
The aim of the strategic process is to provide a
clear and focused outline for delivering the key
priorities within the strategy. The plan should
be energizing, inspiring and relevant to core
business of Ulster Rugby. It should articulate a
clear purpose and provide a strategic framework
for an operational plan that is specific,
measureable, achievable, realistic and timebound.
Step 2: Visioning
The strategic visioning engaged internal
stakeholders in discussion about past trends,
present realities and an exploration of new,
creative and innovative ideas that could be
adopted as pivotal components of the emerging
health and wellbeing strategy.
The purpose of strategic visioning is to:
The strategic planning methodology consists
of the following steps (See detailed overview in
appendix 2):
Step
Step
Step
Step
Step
1: Strategic review (external and internal)
2: Visioning
3: Strategic development
4: Action planning
5: Monitor and evaluate
◗ Encourage and engage organisation
participation
◗ Develop a shared “road map” for the future
◗ Advance the capacity of Ulster Rugby and its
affiliate network of clubs and schools
◗ Collectively identify and analyse what is
important in the development of the health
and wellbeing strategy
◗ Use resources more effectively
Step 1: Strategic review (Internal & External)
Step 3: Strategic Development
This step involved a review of Ulster Rugby’s
current state and external environment to
establish the position of the organisation with
respect to the need for and focus of a health and
wellbeing strategy. The consultation involved
internal and external stakeholders to establish
the strategic plan that can bring energy and
direction to Ulster Rugby and its health and
wellbeing work. Areas examined included
financial condition, organisational personnel,
management, programs and services, physical
facilities, use of technology and location.
In this step, strategic priorities were developed
based on the results of the consultation and
visioning processes. The outcome was the
establishment of a number of strategic priorities
covering the next five years that will drive the
strategy in the implementation phase.
Step 4: Consultation (Internal & External)
As part of the process a significant consultation
with key stakeholders was carried out to ensure
that the strategy is realistic and relevant to the
needs of Rugby in Ulster.
The consultation involved the following key
elements (See appendix 5):
◗
◗
◗
◗
Health & Wellbeing Strategy
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One to one interviews
Online survey
Focus groups
Consultation summary report
Rugby at the HEART
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Step 5: Action planning
In this step, actions were formulated for each
priority. This strategy is a statement of how
Ulster Rugby values can play an important role
in the health and wellbeing of our communities.
The actions to deliver the strategy are derived
from the clear strategic priorities developed
from the assessment and the context within
which Ulster Rugby operates.
Step 6: Monitor and evaluate
Once developed and communicated, Ulster
Rugby will monitor the strategy’s development
to assess progress towards the agreed outcomes
and to make any adjustments necessary. It
is imperative that management within Ulster
Rugby develops an annual monitoring process
to embed in the operational plans, which ensure
delivery of priorities.
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3.0
Health and Wellbeing
3.0 Rugby at the Heart of the
Community: Health & Wellbeing
The strategy uses National Institute and Clinical
Excellence’s (NICE) widely accepted definition
of health and wellbeing as it highlights the
importance of both emotional and physical
health. Health and wellbeing is thus understood
as: “…feeling able to cope with normal stresses,
and living a fulfilled life. It can be affected by:
worries about money, work, home life, the people
around you and the environment you live in. An
individual’s sense of wellbeing is also affected by
whether or not they feel in control of their life,
feeling involved with people and communities
and feelings of anxiety and isolation.”
Health & Wellbeing Strategy
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This definition highlights the significance of four
pillars that underpin the strategy (highlighted
below), which are essential to improving the
health and wellbeing of individuals across the
province of Ulster.
Rugby at the HEART
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The strategy is therefore committed to:
Strategic Pillar
Commitment
Link to “Making
Life Better”
Pillar 1: Mental
& Emotional
Wellbeing
To the view that “there is no health without mental
health.” Promoting positive mental health for young
people and other members of the wider community
will allow them to realise their full potential, cope
with the stresses of life, work productively and make
meaningful contributions to their communities
Empowering
Healthy Living
Equipped
throughout Life
Pillar 2: Physical
Activity
To an understanding that physical activity is an
essential part of health and wellbeing. Physical
activity is a defining element of rugby and there is an
undisputed linkage between physical activity, health,
emotional and mental health and quality of life.
Empowering
Healthy Living
Equipped
throughout Life
Pillar 3:
Nutrition
To the promotion of healthy eating. Young people &
the wider community are highly susceptible to low
self-esteem and confidence based on body image
and the adoption of a healthy diet is an important
constituent of both mental and physical health and
wellbeing.
Empowering
Healthy Living
Equipped
throughout Life
Pillar 4: Healthy
Lifestyle
To the adoption of a healthy active lifestyle for young
people and the wider community. A healthy lifestyle is
one that promotes regular moderate levels of physical
activity; feeling energised (physical and mental)
reduced risk of ill health, based on habitual choices
made on a daily basis i.e. smoking and drug & alcohol
abuse. Sedentary lifestyles are an endemic part of
the everyday lives of young people; having an active
lifestyle brings many social and psychological benefits.
Empowering
healthy living
Equipped
throughout Life
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4.0
Strategic Priorities
4.0 Strategic Priorities
Strategic Priority
Strategic Foundation
Pillar
Aim
Implement a values driven
health and wellbeing
programme led by Ulster Rugby
through collaboration with
identified partners
Maximise available resources
Partnership
Needs assessment
Levels of health inequality & community
resource
Funding
Legacy
Governance
Physical Activity
Nutrition
Healthy Lifestyle
Mental Resilience
Enabling, equipping, encouraging and empowering people and
their families’ health and wellbeing
Focusing delivery and support on the key determinants of
mental health, improved levels of physical activity and nutrition
Delivering age appropriate intervention
Consolidating progress, underwriting sustainable benefits
Increase young people’s
awareness of the importance
and connection between
emotional & mental wellbeing
and physical health
Maximise available resources
Partnership
Funding
Levels of health inequality and community
resource
Physical Activity
Mental Resilience
Enabling, equipping, encouraging and empowering people and
their families’ health and wellbeing
Focusing delivery and support on the key determinants of
mental health, improved levels of physical activity and nutrition
Delivering age appropriate intervention
Increase life-long participation
and involvement in the rugby
family
Maximise available resources
Partnership
Funding
Levels of health inequality and community
resource
Physical Activity
Mental Resilience
Enabling, equipping, encouraging and empowering people and
their families’ health and wellbeing
Focusing delivery and support on the key determinants of
mental health, improved levels of physical activity and nutrition
Delivering age appropriate intervention
Secure resources, which
will ensure the strategy
delivers maximum benefit in
a sustainable manner to local
communities, clubs and schools
Maximise available resources
Partnership
Needs assessment
Levels of health inequality & community
resource
Funding
Legacy
Governance
Physical Activity
Nutrition
Healthy Lifestyle
Mental Resilience
Consolidating progress, underwriting sustainable benefits
Provide a high quality
experience that is evidence
based, delivers positive
outcomes and captures best
practice
Maximise available resources
Partnership
Needs assessment
Levels of health inequality & community
resource
Funding
Legacy
Governance
hysical Activity
Nutrition
Healthy Lifestyle
Mental Resilience
Consolidating progress, underwriting sustainable benefits
Strategic Priorities:
1
To implement a values
driven health and wellbeing
programme led by the Ulster
Rugby through collaboration
with identified partners.
Key Outcomes:
◗ The implementation of
a health and wellbeing
programme led by Ulster
Rugby;
◗ Develop a strong
collaboration among
Ulster Rugby and its
strategic partners in the
development of a range
of health and wellbeing
initiatives;
◗ The implementation of
a range of health and
wellbeing initiatives that
are clearly informed by
the values of rugby.
Health & Wellbeing Strategy
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To increase young people’s awareness of the importance
and connection between emotional & mental wellbeing, and
physical health.
Key Outcomes:
◗ Increased awareness of
behaviours that promote
emotional & mental
wellbeing, and physical
health;
◗ Equip participants with
resources and coping
mechanisms that can
be directly employed to
impact their personal,
emotional, mental and
physical wellbeing.
24
◗ Increase awareness of the
importance of positive
mental health including
recognising signs and
symptoms of mental ill
health in themselves,
family and friends;
◗ Provide clear sign posting
for additional support;
◗ Participants to clearly
understand the link
between physical activity
and emotional, mental
and physical wellbeing.
Rugby at the HEART
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Vision Statement
Ulster Rugby supporting Healthier Clubs & Healthier Communities
“Meeting the needs of the Player, the Person, the Club & the Community”
3
To increase life-long
participation & involvement
in the rugby family.
Key Outcomes:
◗ Increased levels of people
actively using clubs and
schools to enjoy and
take part in rugby as
participants, volunteers
and supporters;
◗ Increased awareness in
the wider community
that rugby offers a wide
range of exciting health
enhancing opportunities
‘beyond the playing of
the game;’
◗ Increase the perception
of rugby clubs and
schools as community
hubs open and available
to all sections of the local
community.
4
To secure resources, which
will ensure the strategy
delivers maximum benefit
in a sustainable manner to
local communities, clubs and
schools.
Key Outcomes:
◗ Resources (human,
financial and educational)
secured to implement
a range of health and
wellbeing programmes;
◗ Enhanced reputation for
rugby and its values as a
positive force for change
in the lifestyle choices
of young people, which
delivers value for money
results;
◗ Increased use and
awareness of the local
rugby club, its facilities
and the other services it
offers;
◗ Increase membership
base for the clubs;
◗ Ulster Rugby is
recognised as leading
and delivering
innovative Rugby based
programmes.
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5
To provide a highquality experience that
is evidence-based, delivers
positive outcomes and
captures best practice.
Key Outcomes:
◗ Programme is
acknowledged as best
practice in sport, public
health and community
development;
◗ Programme evaluation
and assessment that
monitors strategy
outcomes and
demonstrates the impact
and effectiveness of
the programme on the
health and wellbeing of
its participants, club and
community;
◗ Programme of staff
development and training
to constantly up-date and
improve the quality of
service provided.
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5.0
Strategic Foundations
underpinning Delivery
5.0 Strategic Foundations
underpinning Delivery
3
Needs assessment – identify areas of
need where people are not adequately
supported to make positive transformations
and work effectively to develop a
As one of the leading sporting governing
bodies in Northern Ireland, Ulster Rugby is
well positioned to enter into a collaborative
partnership with the Public and Private Sector
organisations such as, PHA, HSC, Sport NI and
other key stakeholders to make a positive impact
on the pressing health and wellbeing challenges
within Northern Ireland.
comprehensive physical and mental resilience
programme. Ulster Rugby’s club, school
and community links are fundamental to
the sustainability of health and wellbeing
initiatives. Where possible programmes will
be developed (and offer flexibility) through a
needs-based analysis.
The Framework
Through the delivery of this strategy, Ulster
Rugby aims to positively help young people
prepare for the challenges of adult life. The
delivery model recognises the interaction
between the challenges presented by life and the
often lack of resources available to young people
and their local communities.3 This approach will
be driven through the following framework:
4
Levels of health inequality and
community resources –Ulster Rugby’s
strategic approach recognises that the health
challenges, which individuals face are strongly
impacted by external social and economic
forces (health inequalities).4
5
Funding – crucial to the success and
sustainability of the strategy is finding
diverse sources of funding in order to create
a secure base from which Ulster Rugby and
other stakeholders can plan effectively. This
strategy fully complies with the Northern
Ireland Government’s Priorities for Action
and may find support from the Office of the
First Minister and Deputy First Minister, PHA,
Sport NI and potential commercial sponsors.
EU funding opportunities are discussed in
Appendix 4.
1
Maximise available resources – use the
resources of Ulster Rugby and its network
of clubs and schools to introduce a range of
physical activity based health and wellbeing
programmes, which are guided by the
values of Ulster Rugby that are designed to
challenge and stimulate a young person’s
physical and mental development;
2
Partnership – collaborate with the Public
and Private sector organisations and
other community-based organisations to
provide a range of activities that improves
people’s health and wellbeing with indicators
that are measurable. Ulster Rugby will set
out clear governance structures during the
implementation phase of the strategy, which
will include project steering groups with
appointments from key partners.
6
Legacy – Ulster Rugby’s health and
wellbeing strategy will create clear
mental and emotional health, physical activity
and sporting legacies for the communities
engaged.
7
Governance – Ulster Rugby will employ
best practise governance structures with
clearly defined roles and responsibilities to
support the planning, delivery, monitoring and
evaluation of potential projects.
4
3
Hendry, L and Kloep, M. (2002) Lifespan Development:
Resources, Challenges and Risks, Cengage Learning
Health & Wellbeing Strategy
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Huber, M., Knottnerus, J.A., Green, J., van der Horst, H.,
Jadad, A.R., Kromhout, D., Leonard, B., Lorig, K., Loureiro,
M.L., van der Meer, J., Schnabel, P., Smith, R., van Weel, C.
and Smid, H. (2011) How should we define health? BMJ
2011; 343:d4163.
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Transforming well-established sedentary
lifestyles will not be achieved by short-term
interventions. There is substantial evidence
based on various programme evaluations5 that
these are often costly and largely ineffective,
as the at-risk groups require sustained
and credible interventions that do not
“parachute in” and then “walk away” once
a programme delivery is complete. This
is where the club and school network
becomes a vital asset as they represent
real long-term commitment into the
community. This means that a wellplanned programme of activity must
include long term and sustained contact
before, during and after programme delivery.
There is also strong evidence that the Ulster
Rugby branding’ of the delivery will enhance
participation, sustainability and migration into
life-long involvement in Rugby.
One of the major challenges facing health and
wellbeing interventions seeking to help ‘hard to
reach’ sectors of the population is engagement
and recruitment on to the service/programme.
The programme will therefore from the outset
collaborate with key partners to maximise
engagement with the target population.
5
PHE (2014) Identifying what works for local inactivity
interventions:_ NI Sports Council (2013) Sport Matters
Targets Review Paper
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6.0
Developing and Delivering a
Health and Wellbeing Strategy
6.0 Developing and Delivering
a Health and Wellbeing Strategy
Rather than replicating other health and
wellbeing strategies, the Ulster Rugby strategy is
a unique and innovative approach to addressing
issues related to mental and emotional health,
physical activity, and diet and lifestyle choices.
All outcomes will be built on evidence-based
methods of constructive challenge, supported by
an empathetic and empowering culture.
Core Aims
Enabling, equipping, encouraging, and
empowering people and their families’ health
and wellbeing
The core aim is to enable people to make better
life choices, to implement realistic, changeoriented plans and to equip people with
knowledge, skills and strategies that will secure
sustainable change and to consolidate progress
into a lasting positive health and wellbeing
legacy.
Focusing delivery and support on the key
determinants of mental health, improved levels
of physical activity and nutrition.
The strategy will:
◗ Be directed at young people and, where
appropriate, their families;
◗ Have multi component programme design,
which positively impacts on mental health;
◗ Actively use both our networks of clubs and
schools to promote and, where appropriate,
deliver health and wellbeing initiatives;
◗ Promote physical activity, reduce sedentary
behaviour & address obesity;
◗ Aim to influence dietary and lifestyle
behaviours of young people;
◗ Encourage self-supporting individual
capacities and resilience.
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Delivering age appropriate intervention
Based on successful programme models
delivered elsewhere in the UK, the strategy
proposes the following programme design
characteristics:
◗ The focused interventions will cover issues
related to mental and emotional health
and develop positive attitudes towards
participation in physical activity.
◗ The specific programmes will be based on
current best practice, be locally needs based
and age group and gender specific.
Consolidating progress, underwriting
sustainable benefits
The strategy will be subject to detailed
evaluation in order to progressively refine their
development with direct learning from delivery.
By building on the emerging best practice, the
strategy will embed a continuous improvement
culture, which will ensure the health and
wellbeing models are operating at the highest
possible standard.
Rugby at the HEART
of the Community
Project Team: Promoting excellence
Transformative Change
Based on evaluations of similar programmes and
best practice, Ulster Rugby aim to attain funding
that will enable the recruitment of a Health &
Wellbeing Officer that will be responsible for:
To maximise effectiveness, the programmes
must understand the underlying issues
influencing young people’s lifestyle choices
and habitualised behaviours (income; access to
resources; family structure etc.). Focusing on
embedding transformative change within the
delivery of programmes will enable Ulster Rugby
to make long-term behaviour changes: first, by
identifying the underlying lifestyle issues; then,
by identifying which of these are open to change
in the short, medium or long-term.
◗ Programme development;
◗ Coordination with partner organisations
leading to the construction of an effective
network of stakeholders, community contacts,
health service agencies and higher education
contacts
◗ Programme promotion which positively
exploits the Ulster Brand and their highly
recognisable professional players to endorse
and support our health and wellbeing
messages;
◗ Programme recruitment;
◗ Programme evaluation and reporting to Ulster
Rugby senior management and funding
partners.
The delivery of training in emotional wellbeing
or resilience will link with programmes delivered
by the Irish Rugby Union Players Association
(IRUPA) as well as the PHA training co-ordinator
to ensure quality service standards are met.
Furthermore, this will ensure safe consistent
messages for clubs, schools and communities.
This approach will enable an authentic
opportunity to contribute something meaningful
to local areas. This represents a significant
improvement over shorter, lower quality
programmes, which lack the time, expertise
and institutional support to go the extra mile
in delivering outstanding support and a legacy
of sustainable change within young people and
their families.
Many existing programmes do not tackle
these issues for the very reason that behaviour
change can be, and often is, tied to very
complex emotions and situations that are
beyond the ability of team members. While
acknowledging the challenges that this might
create for programme development, achieving
transformational change is key to delivering long
lasting behaviour change for the young person
and their family.
One of the challenges in implementing Ulster
Rugby’s health and wellbeing strategy will
be ensuring effective systems are in place to
support delivery and maximise the potential for
long-term success. The natural support systems
that exist through schools and clubs provide an
excellent opportunity to create greater impact
on individuals and communities.
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Appendices
Appendix 1 - Methodology
There are many different schools of thought
surrounding the concept of strategic planning
and many different words that can be associated
with the word ‘strategic’ to describe the same
process. At its core however, our approach to
strategic planning has four main goals:
◗ Goal #1: Provide guidance and direction
◗ Goal #2: Assist with prioritisation and
resource management
◗ Goal #3: Enable management, staff and
other key stakeholders to understand and
support the vision
◗ Goal #4: Provide an accountability
framework for successfully managing the
programmes delivery
The IRFU (Ulster Branch)’s strategic vision
provides a framework to describe overall
goals and to determine specific objectives and
strategies that guide the development of the
health and wellbeing strategic plan. Through
collective dialogue and reflection, strategic
visioning guides future action by creating a
“road map” to the future.
Strategic visioning engages internal stakeholders
in discussion about past trends, to evaluate
present realities and to determine their common
future. The process gives the organisation an
opportunity to explore new ideas, to discover
creative and innovative ideas and to focus on the
positive aspects of a shared future. The purpose
of strategic visioning is to:
Step 1: Strategic review (external and internal)
This step involves a review of the IRFU (Ulster
Branch)’s current state and external environment
so as to establish the position of the organisation
with respect to the need. The strategic planning
process includes a consultation involving
internal and external stakeholders. Gaining input
from these stakeholders is an essential part of
creating a strategic plan that can bring energy
and direction to the IRFU (Ulster Branch) and its
health and wellbeing work.
◗ Encourage and engage organisation
participation
◗ Develop a shared “road map” for the future
◗ Advance the capacity of the IRFU (Ulster
Branch) and its affiliate network of clubs and
schools
◗ Collectively identify and analyse what is
important in the development of the health
and wellbeing strategy
◗ Use resources more effectively
Step 3: Strategic Development
The organisation identifies and assesses changes
in the needs and perceptions of the clubs and
other stakeholders. Areas examined include
financial condition, organisational personnel,
management, programs and services, physical
facilities, use of technology and location.
Step 2: Visioning
Strategic visioning is a process through which
current issues facing the IRFU (Ulster Branch)
and its affiliate network of clubs and schools
are filtered to determine positive qualities and
assets, to identify future goals, to design, plan
and carry out a series of actions and to evaluate
the outcomes.
Health & Wellbeing Strategy
36
In this step, strategic priorities are developed
based on the results of the broad consultation
and consistent with the vision statement. The
strategic priorities are broad statements of what
the IRFU (Ulster Branch) hopes to achieve in the
next five years. Priorities focus on measurable
outcomes and are qualitative in nature.
Step 4: Action planning
In this step, actions are formulated for each
priority. Strategies are statements of major
approach or method for attaining priorities
and resolving specific issues. Ideas for strategy
emerge from the assessment and consultation.
Rugby at the HEART
of the Community
A strategy is effective if it does one or more of
the following:
Maximise environmental opportunities
Defends against environmental threats
Leverages organisational competencies
Corrects organisational shortcomings
Offers some basis for future competitive
advantage
◗ Counteracts forces eroding current
competitive position
◗
◗
◗
◗
◗
Step 5: Monitor and evaluate
Once the strategy is developed
and communicated, the
IRFU (Ulster Branch) must
monitor its development to
assess progress toward
the plan and any
changes necessary.
It is imperative that
management develops
an annual monitoring
process to embed
in the operational
plans, which
ensure delivery of
priorities.
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Health & Wellbeing Strategy
Appendix 2 - Strategic Definitions:
Health and wellbeing
Mental Health and Wellbeing
In health and wellbeing, there is often an
emphasis on interventions related to diet and
exercise. However, research shows that “there
is no health without mental health.” Mental
and emotional wellbeing is essential to overall
health. Creating and promoting positive mental
health across the diverse communities of Ulster
will allow people within those communities to
realize their full potential, cope with the stresses
of life, work productively and make meaningful
contributions to their communities.
There is a strong body of evidence supporting
the view that early childhood experiences have
lasting, measurable consequences later in life.
By developing a range of activities designed to
foster emotional wellbeing within children will
help build a foundation for overall health and
wellbeing.
Mental health promotion works at three levels:
◗ Strengthening individuals
◗ Strengthening communities
◗ Reducing structural barriers to mental health.
The aim is to enhance protective factors and
mitigate risk factors at both individual and
community level. The evidence identifies the
following key areas for attention:
◗ Promoting a healthy lifestyle to integrate
mental and physical health.
◗ De-stigmatising mental health issues.
◗ Promoting parental mental and physical
health.
◗ Promoting good parenting skills.
◗ Improving working lives.
◗ Building resilience among children and young
people in schools and youth settings.
◗ Improving quality of life for older people.
◗ Tackling alcohol and substance abuse.
◗ Strengthening communities through
opportunities for participation, personal
development and problem solving that
enhance control and prevent isolation.
◗ Community empowerment and interventions
to encourage improvements in physical and
social environments and strengthen social
networks.6
Positive mental health is a vital resource for
long-term social and economic prosperity.
Therefore, in addition to the human cost
at personal and family level, mental illness
presents a high cost to society. As around half
of individual cases of mental ill-health begin in
adolescence and tend to persist into adulthood,
the costs involved cumulate over many years.
With this in mind, the strategy draws on
Machteld Huber et al’s paper, “How do we
define Health?,”7 which emphasises the need to
construct interventions that will enhance the
target populations social and psychological
abilities such as resilience, adaptability, selfmanagement and their capacity to face a range
of social, physical, and emotional challenges.
The strategy draws on recent evaluations
of mental health in Northern Ireland, which
recognises the range of barriers to “helpseeking” experienced by young people. This
research concludes that the most prominent
barrier to help-seeking for mental health
problems among young people is the
perceived stigma and embarrassment about
acknowledging that a problem exists and that
help should be sought from an outside party.
6
7
Health & Wellbeing Strategy
38
National Mental Health Development Unit (2010) Adapted
from ‘Commissioning Mental Wellbeing for All. A toolkit
for commissioners’.
Huber et al (2011) How do we define Health, British
Medical Journal 2011;343:d4163
Rugby at the HEART
of the Community
Other significant barriers were:
◗ Concerns about confidentiality;
◗ Poor mental literacy leading to difficulties
by families, schools and young people
themselves in recognising the symptoms of
mental illness;
◗ Poor accessibility to mental health resources –
especially in rural areas;
◗ Powerful discourses in respect to individual
capacities and self-reliance;
◗ Concerns with young people regarding the
suitability, credibility and appropriateness of
the programme provider;
◗ Limited knowledge about mental health
services, and
◗ Fear and uncertainty about the act of help
seeking or the source of help.
With these likely to be still highly prevalent
within the targeted 11-18 year old group it is
evident that parents and other adults within
the adolescents close circle will be an essential
resource in both the recognition of mental
health problems and the facilitation of the
young person’s engagement with the health
and wellbeing programme. This research also
reinforces the necessity to provide the health
and wellbeing programme in localities and
communities within which the young person
feels familiar and comfortable.
The Physical Activity Health and Wellbeing
Context
Across governmental, health and sporting
organisations, physical activity is defined as
“any bodily movement associated with muscular
contraction that increases energy expenditure
above resting levels.” It should be noted that this
broad definition includes all many non-sporting
contexts of physical activity, i.e. leisure-time
physical activity, recreational physical activity
at or near the home (e.g. in parks, public and
private amenities such as gyms).
There is an undisputed linkage between physical
activity, health, emotional and mental health
and quality of life. Indeed the growing levels
of physical inactivity within Northern Ireland
and internationally are now recognised as a
major health risk and chronic illnesses, including
cardiovascular diseases, a main cause of death
in Ulster. A recently published study of over
334,000 European men and women (reported in
the American Journal of Clinical Exercise) found
that twice as many deaths were attributable to
inactivity as to obesity. This suggests that any
health and wellbeing intervention should have
an emphasis on the promotion of regular and
sustainable physical activity.
Having an active life also brings many other
social and psychological benefits. In an age of
massively increasing levels of time spent on
screens, it is essential that people with sedentary
lifestyles, particularly children and young people,
are provided with opportunities to become
more physically active. As the recent evaluations
of “Get Active Stay Active” detail rising levels
of physical activity correlate with reported
health and wellbeing improvements from both
a physical and a mental perspective. The health
and wellbeing benefits of developing the habit
of regular physical activity within children and
young people have been demonstrated to
include the following:
A reduced risk of cardiovascular disease;
Prevention and/or delay of the development
of arterial hypertension; Improved cardiopulmonary functioning and combating of
asthma; improved metabolic functions and
low incidence of type 2 diabetes; Increased fat
utilisation aiding control weight and lowering
the risk of obesity; Lowered risk of certain
cancers, such as breast, prostate and colon
cancer; Improved mineralization of bones in
young ages, contributing to the prevention
of osteoporosis and fractures in older ages
(particularly in women). Maintenance and
39
Health & Wellbeing Strategy
improvement in muscular strength and
endurance allied to increases in functional
capacity related to daily living; Maintained
cognitive functions and lowered risk of
depression and dementia; Lower stress levels
and associated improved sleep quality. Specific
impacts for children and young people
are: Improved self-image and self-esteem
and increased enthusiasm and optimism;
decreased absenteeism from school and
improved exam results.8
Physical Activity Guidelines
In 2011, the four Chief Medical Officers in the
UK launched physical activity guidelines for all
age groups. These were produced in a report
entitled “Start Active, Stay Active” – “A report on
physical activity for health from the four home
countries”:
1
All children and young people should engage
in moderate to vigorous intensity physical
activity for at least 60 minutes and up to several
hours every day.
Vigorous intensity activities, including those
that strengthen muscle and bone, should be
incorporated at least three days a week.
All children and young people should
minimise the amount of time spent being
sedentary (sitting) for extended periods.
(Individual physical and mental capabilities
should be considered when interpreting the
guidelines).
2
3
8
Abridged from EU Physical Activity Guidelines, 2008
Health & Wellbeing Strategy
40
IRFU Vision 20:20
Developing a values based approach to health
and wellbeing is in line with IRFU Vision
2020 and its recognition that “It is imperative
therefore that Irish Rugby clearly defines what
its values are and the only way to do this is for
the ‘rugby family’ to engage with its constituents
to discover them. It must then communicate and
live the values in all its endeavours.”
The development of a health and wellbeing
strategy offers the IRFU (Ulster Branch) a
significant opportunity to grow the game and
strengthen its base through the expansion
of community-based programmes. In doing
this IRFU (Ulster Branch) will be seeking to
further enhance its participative leadership at
every level of the sport. As Vision 2020 notes:
“There is a need to ensure that activity shifts
from stewardship to creating impact and that
leadership in gatekeeper positions moves to one
of building capacity in the sport. It requires people
to act at a transformational level of leadership.
This will require the IRFU and its stakeholders
to address its behaviours and capabilities as an
entity. It will require a strong vision and values to
do this, clarity of purpose that unites all…moving
from separated to oneness; Information – moving
from silo to system; Relationships – moving from
power over to power.”9
Based on the IRFU (Ulster Branch)’s expertise
developing and promoting physical activity,
their wide range of community-based clubs and
their strong connection to schools across the
province, IRFU (Ulster Branch) is well positioned
to deliver effective and sustainable health and
wellbeing programmes.
9
Vision 20:20 – Emerging Themes – Irish Rugby
Rugby at the HEART
of the Community
Diet and Nutrition
The construction of healthy/unhealthy lifestyle
involves many choices. For young people a crucial
component of this will be whether they have a
well-balanced and nutritious diet. In broad terms
this means the consumption of a diet that:
◗ Emphasizes fruits, vegetables, whole grains
and low-fat milk and milk products
◗ Includes lean meats, poultry, fish, beans, eggs,
and nuts
◗ Is low in saturated fats, trans fats, salt
(sodium), and added sugars
◗ Stays within the age and gender related
recommended levels of daily calorie intake.10
The health and wellbeing programme will include
validated nutritional and dietary advice, which
will be supported by qualified dietitians and
nutritionists. The principle emphasis of nutrition
sessions will be on eating for good health and
improving diet.11 Though it will be important to
make sure the nutritional information is accurate
and appropriate, it will also need to be delivered
through fun, realistic and interactive tasks so
that the information can be both meaningful
and contextually relevant to each of the young
people and their families. Because of the medical
and developmental implications of diet and
nutrition, the young people on the programme
will require the support of the programme
nutritionist to make meaningful changes.
In general, the programme will orientate its
advice around the following well-established
nutritional principles for young people:
◗
◗
◗
◗
Don’t skip breakfast
Base your meals on starchy foods
Eat lots of fruit and veg
Eat more fish
10 http://www.nhs.uk/chq/pages/1126.aspx?categoryid=51
11 This will be in line with the Eatwell Plate (DH, 2012) and
consistent with NICE CG 43 (2006), SIGN guidance
(2010) and NICE PH47 (2013).
◗
◗
◗
◗
Cut down on saturated fat and sugar
Eat less salt
Don’t get thirsty
Get active and be a healthy weight.12
Lifestyle
The term lifestyle is widely used with the health
and wellbeing literature. In respect to individuals
it is a useful term that denotes “the collective
representation of a person’s attitudes, values and
behavioural choices.” It is therefore more than a term
describing what people habitually do. Lifestyles are
powerful social psychological structures with deep
resonance to a sense of personal identity. Hence,
it needs to be recognised that health orientated
lifestyle change is not merely about an objective
change in behaviours and activities but a process
embedded in changes to what may well be core
psychological self-representations.
Not all aspects of a lifestyle should be regarded as
voluntary. The individual’s social environment and
its social, cultural and economic systems pattern
the lifestyle choices available to the individual.
There is a well-established body of evidence
detailing how lifestyle and its allied health
behaviours affect people’s health.13 Lifestyle
is crucial to the maintenance (or lack of) of
physical and mental health. Lifestyle-based
capacities (economic, social and cultural) enable
regular participation in physical activity. The
consumption of a healthy diet is essential to the
production and reproduction (sustainability)
of a healthy lifestyle. The corollary to mental
illness is also therefore evident in that limited
lifestyle-based capacities correlate to rising
levels of stress, anxiety feelings of alienation and
depression. The increasing frequency of poor
12 http://www.nhs.uk/Livewell/Goodfood/Pages/eight-tipshealthy-eating.aspx
13 Buck, D and Frosini, F. (2012) Clustering of Unhealthy
Behaviours Over Time: implications for policy and
practice. Kings Fund: http://www.kingsfund.org.uk/
sites/files/kf/field/field_publication_file/clustering-ofunhealthy-behaviours-over-time-aug-2012.pdf
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Health & Wellbeing Strategy
health habits is not separate from but integral to
young people’s lifestyle.
While this general trend goes back decades,
recently, the lifestyles of young people in
Northern Ireland have become highly mediated
and based on technologies. This process is now
so pervasive that one recent piece of research
into this process suggests that young people
should be pre-designated as ‘screenagers’.14
What is evident is that technology has
changed the nature and structure of young
people’s social and asocial activities. Although
there were initial concerns regarding the
impact of an array of technologies (smart
phones, gaming consoles, internet, social media
etc.), these focused on social isolation and
the capacity for asocial lifestyle (e.g. a young
person’s leisure time being framed around
immersive game play on consoles). However,
it is also widely accepted that technologicallybased lifestyles for young people are more
sedentary in nature with significant implications
for an unhealthy reduction in physical activity
and socially-based physical interactions that
are related to the social components (e.g. the
formation of social relationships) of mental
health and wellbeing.
Health inequalities (social patterns)
Though there are some indications that lifestyle
risk factors such as smoking, excessive alcohol
use, poor diet, higher suicide rates and low
levels of physical activity are decreasing among
those in higher socio-economic and educational
groups. Indications are that people from
vulnerable groupings (very low income, few or
no qualifications) are showing increasing levels
of engagement in all the above risk areas.
14 Griffiths, M. (2010) ‘Trends in technological advance:
Implications for sedentary behaviour and obesity in
screenagers’. http://sheu.org.uk/sites/sheu.org.uk/files/
imagepicker/1/eh282mg.pdf
Health & Wellbeing Strategy
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Rugby at the HEART
of the Community
Appendix 3 - EU Health Related
Funding Opportunities
Most competence for action in the field of health
is held by Member States, but the EU has the
responsibility, set out in the Treaty, to undertake
certain actions which complement the work
done by Member States and their national health
service
Key portal: Public Health Agency – Provides
detailed advice on EU Funding Opportunities.
HSC R&D Division is promoting opportunities
to get involved in EU funding bids and sharing
relevant information about other interesting
related opportunities.
http://www.publichealth.hscni.net/directoratepublic-health/hsc-research-and-development/
eu-funding-opportunities
The European Commission’s Consumers,
Health, Agriculture and Food Executive Agency
(CHAFEA) have Joint Action No.20122202,
which supports Mental Health and Wellbeing
initiatives. That noted, the current funding under
this release is now closed, and it also requires
‘structure collaborative work’ – which obviously
would take a lot of time and effort to set up. The
current funding with a young person and health
focus are related to young people and alcohol
consumption.
It has four main objectives: 1
2
3
4
Promote health, prevent disease and foster
supportive environments for healthy lifestyles Protect citizens from serious cross-border
health threats Contribute to innovative, efficient and
sustainable health systems acilitate access to better and safer
healthcare for EU citizens It has an increased budget of €449.4m for the
seven year period. The Consumer, Health and Food Executive
Agency (CHAFEA) have now launched the
calls for proposals, with a deadline of 25
September. The EU Health Programme annual
work programme for 2014 can be found at
(http://ec.europa.eu/health/programme/events/
adoption_workplan_2014_en.htm).
N.B. The Commission is currently working on the
2015 work programme with the launch of the
funding and proposal calls anticipated in MayJune and closing in September –October 2015.
Wider Health EU Programmes that may open
funding opportunities:
The EU’s Health Programme aims to build on
the achievements of the previous EU Health
Programme and better enable health to
contribute to economic growth and the Europe
2020 objectives. 43
Health & Wellbeing Strategy
Appendix 4 - Health & Wellbeing
Strategy - Consultation Process
Event
Group
Contact
Interview
Northern Ireland Executive
Alistair Ross
Interview
Department for Social Development
Jack O’Connor
Interview
Department of Culture, Arts & Leisure (DCAL)
Maura McGreevy
Interview
University of Ulster
Professor Deirdre Brennan
Interview
University of Ulster
Dr. Gavin Breslin
Interview
Sports Institute Northern Ireland
Des Jennings
Interview
Irish Rugby Football Union (IRFU)
Scott Walker
Interview
Irish Rugby Union Players Association (IRUPA)
Pam Gilpin
Interview
Fitness Education Manager (Ulster Rugby)
Chris Shields
Interview
Community Rugby Manager (Ulster Rugby)
Barry Willis
Interview
Disability Inclusion Officer (Ulster Rugby)
Tim Craig
Interview
DCAL Coordinatior / Funding Manager (Ulster Rugby)
Darryl Petticrew
Interview
Club + Community Development Officer (Ulster Rugby)
David Johnston
Interview
Rugby Operations Coordinator (Ulster Rugby)
Paul Whitten
Interview
Nevin Spence Centre - Education + Heritage Dept.
Clodagh Miskelly + Claire McAuley
Interview
Ballymena Academy
Stephen Black
Interview
Down High School
David Donnan
Interview
Royal School Armagh
Kenny Hooks
Interview
Campbell College
Brian Robinson
Interview
Foyle and Londonderry College
David Barnett
Interview
Omagh Academy
Ross Hunter
Interview
Ballynahinch RFC
Latimer Adair
Interview
Armagh RFC
Shirley-Anne Watson
Interview
Omagh RFC
Alistar Brown
Interview
Malone RFC
Gary Browne
Interview
City of Derry RFC
Moss Dineen
Interview
Ballymena RFC
Ian McIlrath
Schools
Focus Group
Banbridge Academy
Brian Leslie
Focus Group
Carrickfergus Grammar School
Neal Kennedy
Focus Group
Limavady Grammar School
Chris Nash
Focus Group
Regent House
Peter Lowry
Focus Group
Royal Belfast Academical Institution
Daniel Soper
Focus Group
Methodist College Belfast
Scott Naismith
Focus Group
Royal School Armagh
Kenny Hooks
Focus Group
Ulster School Committee
Barney McGonigle
Health & Wellbeing Strategy
44
Rugby Clubs
Focus Group
Armagh RFC
Donal Farrell
Focus Group
Ballynahinch RFC
Richard Hart
Focus Group
Ballyshannon RFC
Yvette Morrow
Focus Group
Carrickfergus RFC
Peter Luney
Focus Group
City of Derry RFC
Moss Dineen
Focus Group
CIYMS RFC
David Peden
Focus Group
Newry RFC
Neil Rafferty
Focus Group
Ballynahinch RFC
Latimer Adair
Focus Group
Belfast High School FP RFC
Gareth Adams
Focus Group
Instonians RFC
Owen Lambert
Focus Group
Armagh RFC
Shirly Ann Donaldson
Focus Group
Ballyclare RFC
Teresa Holland
Focus Group
Larne RFC
Ricky Adair
Focus Group
Community Rugby Manager
Barry Willis
Focus Group
Rugby Development Officer
Shaun Bloomfield
Focus Group
Rugby Development Officer
Neill Alcorn
Ulster Rugby Staff
Focus Group
Female Rugby Officer
Neal Johnston
Focus Group
Club + Community Development Officer
David Johnston
Focus Group
Visitor Services Manager - Nevin Spence Centre
Ruth Harper
Focus Group
Referee Development Officer
David Wilkinson
Focus Group
Business Development Executive
Phillip Polack
Focus Group
Communications Officer
Richard Finlay
Focus Group
Fitness Education Manager
Chris Shields
Focus Group
DCAL Coordinatior / Funding Manager (Ulster Rugby)
Darryl Petticrew
Government Agencies
Focus Group
Public Health Agency
Fiona Teague
Focus Group
Department of Culture, Arts & Leisure
Rory Miskelly
Focus Group
Department of Culture, Arts & Leisure
Stephen McGowan
Focus Group
Department of Culture, Arts & Leisure
Tony Murphy
Focus Group
Department for Social Development
Jack O’Connor
Focus Group
South Eastern Health & Social Care Trust
Hugh McCaughey
Focus Group
South Eastern Health & Social Care Trust
Rachel Gibbs
Focus Group
South Eastern Health & Social Care Trust
Paul Carlin
Focus Group
South Eastern Health & Social Care Trust
Trudy Brown
Focus Group
Sport Institute NI
Des Jennings
Focus Group
Special EU Programme Body
Shaun Henry
Focus Group
National Society for Prevention of Cruely to Children
Paul Stephenson
IRFU (Ulster Branch)
Kingspan Stadium, 85 Ravenhill Park, Belfast, BT6 0DG
Tel: +44 (0) 28 9049 3222 Fax: +44 (0) 28 9049 1522
Email: standup@ulsterrugby.com
www.ulsterrugby.com
design: cavalierdesign.co.uk
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